How Human Resource Management and Strategy Can Improve HCPCs Organisational Knowledge and Image - Research Paper Example

The paper “How Human Resource Management and Strategy Can Improve HCPCs Organisational Knowledge and Image” is an entertaining example of a management research paper. This paper will find suitable answers to the research question and objectives of The Hong Kong and China Gas Company Limited (Towngas), operating and answering the needs of its millions of customers in Hong Kong and mainland China, and some areas in South Asia, like Thailand.Research question:How human resource management and strategy can improve HCGC’s organizational knowledge and develop the company’s image in the midst of globalization and the challenges of the twenty-first century.

Research objectives:1. Explore human resource management (HRM) and strategy and how this can help the company in addressing the present challenges of globalization/internationalization and stiff competition in the industry.2. Determine the operational capabilities of Hong Kong and China Gas Company Limited (HCGC), focusing on HR strategy.3. Determine the factors to strengthen organizational capabilities.The research question and objectives were obtained and developed after thorough and painstaking research was conducted in the utility industry of Hong Kong and China.

Theories and concepts were analyzed, and frameworks like Porter’s five forces model, SWOT analysis were used to look into the problems of the industry, particularly Hong Kong and China Gas Company Limited (Towngas).After a careful analysis of the company, this Researcher found that Towngas had a number of problems associated with human resource management that could be used for the company’s competitive advantage. The findings include:• Most of the utilities do not have a formal plan in place, nor have they outlined strategies or tactics for meeting projected workforce needs through the next decade (Cohen, cited in Davis 2007).

• In Hong Kong, some utilities have diversity strategies in place, but many of them may be informal and new, meaning the initiatives are less than five years old with no full-time focus, and they are narrow in scope, focusing only on recruiting, developing and retaining women and minorities (Davis 2007, p. 6).